Macklin, Rob2019-09-252019-09-252010-03-03http://hdl.handle.net/20.500.12424/174021In order to contribute to our understandings of how the principle of justice might apply to human resource management, this paper examines two ways of conceptualising justice that were developed by the social and moral philosopher Agnes Heller. In her work Beyond Justice (1987), Heller distinguishes between what she calls ‘static’ and ‘dynamic’ justice. Static justice concerns the fair application of norms and rules, while dynamic justice is about the justness of the norms and rules themselves. Drawing on the findings of in-depth interviews conducted with Australian human resource managers (HRMs) I argue that Heller’s concepts can be used to illuminate important features of HRMs’ roles. I claim the distinction between static and dynamic justice has implications not only for conceptual clarity but also for HR practice. Moreover, I argue, Heller’s distinction reveals how HRMs, as opposed to being protectors of the status quo, can be advocates for social and political change in organisations.engWith permission of the license/copyright holderjusticemanagementEconomic ethicsBusiness ethicsLabour/professional ethicsPreprint